Business travel is up in the air. The toss-up between cost-savings, employee safety, and the value of in-person interaction is an ongoing boardroom debate. In the age of virtual calls, many employees are desperate to hit the road, while others prefer to conduct their business via digital channels.
Whichever side of the fence you fall on, business travel remains vital to build working relationships and drive growth. Yet, there are certain topics relating to company travel initiatives that don鈥檛 have full stakeholder agreement. To understand the perspectives, challenges, and opportunities, it鈥檚 vital that leaders know where the disconnects lie.
The asked 3,750 business travelers, 700 travel managers, and 600 chief financial officers (CFOs) about friction points in business travel. These are the main areas where we found some disagreement.
The need for business travel
The overwhelming majority (94%) of business travelers believe travel is helpful, if not essential, to success in their roles. Yet, 43% of CFOs say more than half of their company鈥檚 business travel could effectively be replaced by teleconferencing or other communication methods that don鈥檛 require travel. A third (33%) of travel managers view the tilt towards virtual meeting options as a direct threat to their company鈥檚 business travel.
Employee willingness to travel
There鈥檚 a disconnect over a perceived lack of enthusiasm to travel. Seventy percent of business travelers are very willing to travel over the next 12 months, marking an increase from 67% in 2023. Yet, this optimism is not universally shared within organizations. Thirty-five percent of travel managers view employees鈥� unwillingness as a potential threat to business travel and nearly half (45%) of CFOs believe employee reluctance or refusal to travel could negatively impact company health within the next year. While many employees are very willing to hit the road, concerns remain among CFOs and travel managers about whether travel enthusiasm is widespread enough to fully support business goals.
Changes in travel budgets
Each role has a different view on how travel budgets are evolving. Nearly half (48%) of business travelers are worried that their company鈥檚 travel budgets will remain stagnant or decrease this year. On the bright side, only 24% of CFOs and 22% of travel managers say budgets will be reduced or stay the same鈥攕uggesting a disconnect between employee fears and management鈥檚 financial outlook.
The roles that hold the most influence
There鈥檚 a perception gap over who influences business travel decision-making. Business travelers believe travel managers (37%) and CFOs (36%) have similar influence, significantly ahead of their own at 28%. However, travel managers are broadly aligned in feeling they (43%) have nearly the same amount of influence as CFOs (41%), compared to only 16% for business travelers. CFOs strongly disagree, with 69% believing they are the most influential decision-makers, significantly ahead of travel managers (21%) and travelers (9%).
The impact of budget limitations
Although they see travel as critical to their roles, two-thirds (66%) of business travelers say important trips have been curtailed due to costs. In alignment, 69% of travel managers believe their company travel budget fails to reflect the importance of business travel to their organization鈥檚 success. And whilst CFOs acknowledge the problem, there鈥檚 dissent in the ranks. Fifty-one percent of CFOs somewhat agree that budget limitations stop employees from traveling as much as they need to do their jobs well, while just 29% strongly agree.
How data can help to solve the business travel debate
These findings highlight the different perceptions between travelers, travel managers, and CFOs, for the first time in our 麻豆原创 Concur Global Business Travel Survey. To empower employees to develop professionally and create new opportunities on the road, it鈥檚 vital that every role in the organization aligns on common goals.
Bridging these gaps requires more than dialogue鈥攊t demands visibility. Organizations need a shared source of truth to understand behaviors, align priorities, and make informed decisions. Integrated travel and expense solutions offer companies the data and insights they need to steer their travel programs and budgets in a complex multi-stakeholder environment. 麻豆原创 Concur solutions can help analyze employee spend, drive cost-savings, and ensure efficient business travel.
in the seventh annual 麻豆原创 Concur Global Business Travel Survey.
Charlie Sultan is president of Concur Travel at 麻豆原创 Concur.
The 麻豆原创 Concur Global Business Traveler Survey was conducted by between April 30 and May 12, 2025, among 3,750 business travelers in 24 markets: U.S., Canada, UK, Germany, France, Benelux (Belgium, Netherlands, Luxembourg), Sweden, Denmark, Norway, Finland, Italy, Spain, ANZ (Australia, New Zealand), Middle East (UAE, Saudi Arabia), Japan, Korea, India, Mexico, Brazil, SEA (Singapore, Malaysia), South Africa, Portugal, Switzerland, and Austria.
The 麻豆原创 Concur Global Travel Manager Survey was conducted by between April 30 and May 12, 2025, among 700 travel managers, defined as those who direct or administer travel programs for businesses, across seven markets: Germany, Italy, Canada, Japan, ANZ (Australia, New Zealand), UK, and U.S.
The 麻豆原创 Concur Global CFO Survey was conducted by between April 30 and May 12, 2025, among 600 CFOs across six markets: Germany, Canada, Japan, ANZ (Australia, New Zealand), UK, and U.S.
